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How do guide our work to avoid working always at the urgency?

At leading teams, we confront the challenge of solve problems from yesterday, today and tomorrow… often, we finally work at urgency.

To create competitive advantages, is opposed with daily operations (it can use an important part of the available time) How does identify on which we work and how move forward?. More than this, how does work on what make a difference and doesn’t pay per past doubts?

Example: Workload distribution

One of my teams, pays past doubts almost the 70% of the time.

First of all, do we have the same problem?. One way is both identify and quantify the developed work. For that, I propose two tools:

  • Initiative maps “Urgency vs. Importance”

Identify what are you doing, classified by importance and urgency, let you know in which task are you using your time. The ideal would be work always on more important items, but always urgencies emerge and you have to assign time.

Important vs. Urgency Matrix

“Do it, now!” is what we have to do everyday.

The match is between Plan it vs. Delegate. The difference between add value or fill old blank spaces.

  • Qualify work on “Planified” or “Unplanned”

Everybody want to work on new projects or scheduled mantenaince. Nobody wants to work on errors discovered by users or giving support who doesn’t have any idea about he has to do. But, if we work on the last experience, won’t have time to give value added to the company.

Kind of Projects

Accelerate the “New Project” can give poor quality, and after all, you can suffer like errors.

With this information, we can know if our efforts give the best products. If you think that you have problems, then you have tu rise the operation throughput. How?

  1. Identify the biggest restriction that affect your teamworks
  2. Release that restriction
  3. Measure the effect
  4. Back to the step 1

Any other effort to free other restrictions, doesn’t generate more competitive advantages, you just will be further from “more from less”. Release other restriction, is simply avoid the problem.

To identify restrictions, we can support on four elements:

  • People
  • Process
  • Tools
  • Metrics

Just the people, through process, can identify where are the problems. With their tools, you can build the initiatives that solve them. Finally, through metrics, you can evaluate which is the more efficient way.

To know how the problemas were generated, you have to identify whict is its Business Process. In that process, you can find a responsible, whom we have to help.

Do we have a proyect for solving the problem? Then classified according their “Urgency” and “Importance”. Will it solution be planned, isn’t it?

The next book, is excelent for your IT operations management understanding. The book is similar to “The Goal” of Eliyahu Goldratt: “The Phoenix Project: A novel about IT, DevOps, and helping your business win”

When you have a project, how are you going to justify their value?. You cant forget the Business Cases.

However, Is the company prepared to define those evaluation spaces?

Recomendations for next project evaluations

  • How urgent or important is the problem?
  • Define its Business Process
  • Which are the restrictions that block the advance?

How ever… all these requiere time destination to work, so:

How can we build an virtuose work environment that let to thin in a future, without forget the past and present?

This environment just will exist when responsability appear. When responsibility exists, you can study and detect problems, their effects on the company, define challenge, identify process… these will let know us, which is the most adecuated work to develop.

Question of the day

What book are you reading?

Quote of the day

“Stop Wishing, Start Doing”

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